StrategicManagementinAction--8（英文版）

1、 Prentice Hall, 2002End Show8 - 1Strategic Management in Action8Strategic Management inOther Organization Types Prentice Hall, 2002End Show8 - 2Learning Objectives 1.Differentiate between a small business and an entrepreneurial venture. 2.Explain why small businesses and entrepreneurial ventures are

2、 important. 3.Describe how the strategic management process is used in small businesses and entrepreneurial ventures. 4.Discuss the special strategic issues facing small businesses and entrepreneurial ventures.(continued on next slide) Prentice Hall, 2002End Show8 - 3Learning Objectives 5.Define not

3、-for-profit organization and public-sector organization. 6.Describe the various types of not-for-profit organizations. 7.Describe how the strategic management process is used in not-for-profit and public-sector organizations. 8.Discuss the special strategic issues facing not-for-profit and public-se

4、ctor organizations. 9.Describe the unique strategies developed by not-for-profit organizations. Prentice Hall, 2002End Show8 - 4SMALL BUSINESSES ANDENTREPRENEURIAL VENTURESTable 8-1 Characteristics of Small Business versus Entrepreneurial VentureIndependently owned, operated, and financedFewer than

5、100 employeesDoesnt emphasize new or innovative practicesLittle impact on industryInnovative strategic practicesStrategic goals are profitability and growthSeeks out new opportunitiesWillingness to take risks Prentice Hall, 2002End Show8 - 5Why Are These Types ofOrganizations Important?WheretheNewJo

6、bsAreFigure 8-1Number of Jobs Created*6.05.04.03.02.01.0Organization Size145192099100499employees employees employees employees5,8102,2741,4172,326*In thousands from 19921996. Prentice Hall, 2002End Show8 - 6The Strategic Management Process inSmall Businesses & Entrepreneurial VenturesStrategic

7、Management ProcessValue of strategic planningThe overall approach to the strategic planning processExternal and internal environmental analysisStrategy choicesStrategy evaluation and control Prentice Hall, 2002End Show8 - 7Strategy Evaluation and ControlStrategicManagement ProcessforSmall Businesses

8、andEntrepreneurialVenturesFigure 8-2MissionStatementSituationAnalysis Internal Ss and Ws External Os and Ts Competitive Advantage(s)StrategyFormulation Functional CompetitiveBusiness Plan Broad, OverallStrategyImplementation Resources Capabilities Budgets Structure CultureStrategyEvaluation Performa

9、nce Measures Companion to Goals Comparison to Competitors Prentice Hall, 2002End Show8 - 8Specific Strategic Issues FacingSmall Businesses & Entrepreneurial VenturesSpecific Strategic IssuesGlobal-international opportunities and challengesHuman resources management issuesInnovation and flexibili

10、ty considerations Prentice Hall, 2002End Show8 - 9NOT-FOR-PROFIT ANDPUBLIC-SECTOR ORGANIZATIONSWhat Are Not-for-profit OrganizationsandWhat Are Public-Sector Organizations? Not-for-Profit (NFP)An organization that provides some service or good with no intention of earning a profit Public SectorAn NF

11、P created, funded, and regulated bythe public sector or government Prentice Hall, 2002End Show8 - 10What Are Not-for-Profit Organizations and What Are Public-Sector Organizations?Not-for-ProfitOrganizationCharitableReligiousSocial ServicePublic SectorAssociationsHealth ServiceCulturalCause-RelatedFo

12、undationsEducationalTypesofNot-for-ProfitOrganizationsFigure 8-4 Prentice Hall, 2002End Show8 - 11What Are Not-for-Profit Organizations and What Are Public-Sector Organizations?Public-SectorOrganizationGovernmentalUnitsPoliceProtectionPaved Roadsand OtherTransportation NeedsRecreationFacilitiesCare

13、and Helpfor Needy andDisabled CitizensLaws and Regulationsto Protect andEnhance Life Prentice Hall, 2002End Show8 - 12What Are Not-for-Profit Organizations and What Are Public-Sector Organizations?EconomicContributionsofNot-for-ProfitandPublic-SectorOrganizationsFigure 8-5Employment(1999 Figures)Num

14、ber (in thousands)Percent of Total EmploymentGross Domestic Product(1997 Figures)AmountPercent of Total GDPPublic SectorNot-for-Profits20,16115.7%10,2006.9%$1.02 Trillion12.7%$621.4 Billion6.2% Prentice Hall, 2002End Show8 - 13The Strategic Management Process in Not-for-Profit & Public-Sector Or

15、ganizationsThe Strategic Management Process InvolvesExternal and internal environmental analysisStrategy choicesStrategy evaluation and control Prentice Hall, 2002End Show8 - 14Specific Strategic Issues Facing Not-for-Profit & Public-Sector OrganizationsSpecific Strategic IssuesMisperception abo

16、ut theusefulness of strategic managementMultiple stakeholdersUnique strategies developed by NFPorganizations Prentice Hall, 2002End Show8 - 15Unique StrategiesDeveloped by NFP OrganizationsCause-Related MarketingFunds a good causeBenefits NFPs through public exposure and corporate donationsEnhances

17、the image of the supporting companyDesigned for the strategic advantage of the sponsoring corporationBenefits NFPs from the marketing link Prentice Hall, 2002End Show8 - 16Unique StrategiesDeveloped by NFP OrganizationsTypesofNFPMarketingAlliancesFigure 8-6NFPOrganizationTransaction-BasedPromotionsJoint IssuePro